For many companies, migrating
But for those charged with spearheading the actual migration, the project may seem difficult, unwieldy, or untenable. They may fear unanticipated technological roadblocks as well as employees reticent to give up the tools they are used to using.
Before launching into a migration, make sure your reasons for migrating are business-driven. "You'll fail if you start a migration from the ideological side instead," notes Stefan Werden, leader of the Linux architecture team for Novell SUSE for Europe, the Middle East, and Africa.
To make that decision, conduct a thorough cost-benefit analysis, projected out several years, based on what it would take to migrate and what it would cost not to migrate--not only financial costs, but other costs, such as the amount of overall control you want over your organization's software requirements. With a Windows-to-Linux migration, "nobody can force you to upgrade or deny you a security fix. You always call the shots, so you are guaranteed to save money and retain more control in the long run," says Nicholas Petreley, a Linux analyst at IT market intelligence firm Evans Data Corp. of Santa Cruz, Calif.
Of course, reducing costs can be another driving factor in the decision-making process. According to Forrester Research, 68% of companies in North America consider lowering overall operating costs a top priority, and Linux is one means to that end.
To achieve success in a Windows to Linux desktop migration, experts advise planning, planning, and more planning. Before starting, take these steps:
Get executive buy-in.This step is crucial. Without executive support, your project may be doomed to failure. By gathering this support before launching your project, you can be sure it will be supported, both financially and otherwise.
Once you have finished planning and preparing for the migration, it's time to choose a single migration target -- generally a department instead of an individual -- to ensure that your strategy will work. By migrating applications used by specific groups in turn, you'll encounter less resistance. "A department is a good, manageable unit that generally has a core defined business function and a mix of user types," says Jordan Rosen, CEO of systems integrator Lille Corp. of Albany, N.Y.
And by starting small, you'll have a chance to make mistakes without impacting the entire organization. You'll also prove your business case to executives and show employees that migration can work.
But migrating individuals within a group is a poor idea, as it can lead to different members of the same group using different tools and being unable to share knowledge about the new environment, notes Mike Sheffey, CEO of Santa Barbara, Calif.-based Versora, a software developer offering Windows to Linux migration solutions. "And if you move one person at a time, you'll need to be certain that the new processes are 100% compatible with the old, or else time will be lost," he says.
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